Ring-0 Networks

Marketing and commercial advisory. Technical sales supporting.

Advisor

Yes 2 AI

AI and Cybersecurity product expert with a proven track record of leading teams from conceptual product ideation to commercialization and exit earn-out multipliers.

Chief Product Officer

Valonni Corretora de Planos de saúde e Seguros

• Led product development and market launch, achieving a 4x revenue increase in four years.
• Directed cross-functional teams and integrated CRM to enhance pre-sales and post-sales operations.
• Developed a strategic product roadmap with new products including credit card lines, insurances, and health care plans, aligning product vision with business goals.
• Orchestrated the strategic design and execution of new acquisition channel strategies, utilizing A/B testing and customer journey mapping supported by advanced data analysis (Google Analytics), achieving a 70% boost in sales.

Head of Products and Founder

CUJO AI

• Spearheaded the firmware team as Product Manager, launching CUJO AI SaaS smart firewall and its mobile app across 20 million devices, resulting in a 100% revenue increase over three years.
• Implemented Agile methodologies (Scrum), delivering 40% more using process optimization and performance metrics.
• Achieved 100% automation with QA engineering in firmware releases through iterative testing and development (Jira, Confluence, Trello), ensuring compliance with user story acceptance criteria.
• Managed the product lifecycle, including MVP development of the Parental Controls feature, resulting in a 30% increase in user acquisition and a 40% reduction in time to market.

Senior Product Manager

THINC.

• Led IoT department, launching an enterprise software and mobile app for real-time telemetry of 100 million refrigerators for the B2B market (Coca-Cola), achieving over 20% cost savings.
• Directed product development lifecycle of mobile app and web system enterprise with user-centric design, increasing annual revenue from 10% to 35% over five years.
• Utilized data analysis and insights (SQL, Excel, Python) to boost operational efficiency by 80%, reducing downtime from 30 minutes to 5 minutes, enabling rapid issue resolution.

• Engineered a cost-reduction algorithm/product for fleet fuel management, reducing fuel costs by 45% and saving clients $10M, resulting in an 80% revenue surge over five years.
• Directed and mentored teams in agile software development sprints, enhancing product quality and performance.Demonstrated strengths in team leadership, agile methodology, and stakeholder relations.
• Applied expertise in coding, algorithms, machine learning, and data engineering, implementing a telemetry strategy based on user research to boost stakeholder engagement

Lead Product Manager

• Cultivated strong client relationships through targeted user research, successfully attracting two new clients and boosting revenue by 30% compared to the previous year. Demonstrated expertise in client relationship management, user research, and revenue growth for RM Telecom. 
• Ensured stakeholder satisfaction by providing consistent updates, clearly defining project scope, objectives, and resources. Showcased strengths in stakeholder communication, project management, and resource allocation.

Project Manager

Internship Trainee

Chief Product Officer Yes2 AI

Driving the product lifecycle of AI innovation at Yes 2 AI, my focus is on transforming conceptual products into market-leading solutions. This journey is underscored by my recent support role at Ring-0 Networks a cybersecurity startup, where I advise on commercial and marketing strategies, enhancing technical sales processes.

With a proven track record in leading teams from product concept to market realization, I excel in aligning AI initiatives with business objectives. We harness generative and responsible AI to deliver measurable outcomes, scaling AI-based products that exceed market and customer expectations while unlocking growth opportunities.

Isabela Valonni

I scale product organizations from 0-$25M ARR, optimize portfolios worth $50M+ in enterprise value, and turn fragmented teams into high-velocity “Talent Factories.” Across 15+ years, I’ve led enterprise, SaaS, and multi-product portfolios through AI adoption, cloud modernization, and turnaround execution, delivering measurable financial and operational impact at every stage.I am a Product Executive, Fractional CPO, and Board Advisor who partners with Founders, C-Suites, and Boards to fix systemic inefficiencies, unblock stalled roadmaps, and govern capital-intensive product portfolios. I translate complex engineering and technical debt into board-ready financial decisions, aligning R&amp;D spend, AI initiatives, and platform strategy with sustainable enterprise value.My methodology is simple:• Financial Turnarounds &amp; Portfolio Governance: I ensure every product initiative is tied to ROI, margin protection, and P&amp;L outcomes. I’ve executed cloud migrations that saved $5M, and turned stagnant P&amp;Ls into 200% YoY growth engines.• AI &amp; Product Strategy Execution: I design and deploy scalable AI solutions, from MVP conversational agents to enterprise-wide adoption frameworks, optimizing compute costs while boosting adoption and efficiency.• Operational &amp; Organizational Mastery: I create high-output teams, operational frameworks, and continuous improvement cultures that double engineering velocity, reduce technical debt, and retain top talent.• Board-Ready Decision Making: I deliver capital allocation, unit economics, and risk oversight frameworks for Boards and PE investors, helping executive teams make strategic, financially defensible product bets.I work with Series B+ startups, PE-backed SaaS, and enterprise technology organizations that need fractional CPO expertise, portfolio governance, or strategic AI/product leadership. My work consistently positions organizations to unlock latent value, scale efficiently, and achieve operational excellence, while building the next generation of product leaders.Top Skills: Product Strategy, AI Product Management, Portfolio Governance, SaaS Scaling, Turnaround Strategy, P&amp;L Management, Cloud Migration (Azure), Product Operations, Talent Development, Board Advisory, Enterprise Architecture.

Richard Ewing

The most technically impressive AI product I ever shipped had zero customers.

In 2025, the pressure to "do AI" was suffocating, so my team built the ultimate generative AI search tool. We chased accuracy and ignored costs.

Then the cloud bill arrived.

A single complex query cost us $0.08 in vector compute and LLM tokens. We charged a flat $29 per month subscription. If a power user actually loved our product and used it 15 times a day, we bled cash. 

We had built a business model where we paid our best customers to bankrupt us.

Most B2B SaaS companies are making this exact mistake right now. They are pricing for software (fixed cost) but building for AI (variable cost).

I am fixing this. I am taking 10 B2B SaaS companies into a private beta for Exogram.ai to eliminate AI margin collapse.

Apply for one of the 10 spots at richardewing.io.

AI Margin Collapse

The fastest way to hit a ceiling in your product career is to obsess over engineering velocity.

I was once a Director of Product for a SaaS platform scaling toward $25 million in ARR. I walked into a quarterly review bragging about how many story points my team crushed.

My CFO stopped me and asked: "Can you explain the margin impact of this release versus the revenue lift?"

I froze...

I realized I was running a feature factory that celebrated output even when it destroyed our margins. My CEO did not care about the backlog; he cared about the P&L.

The era of the "Technical PM" is over. If you want to break past the senior level, you must stop managing tickets and start managing capital allocation.

I write about the exact financial frameworks product leaders need to survive. 

Subscribe to The Product Economist at richardewing.io.

The-Product-Economist

I spent years measuring the wrong things.

Velocity. Story points. Features shipped. My dashboards looked great. My P&L told a different story.

The moment I started tracking what it actually costs to serve a customer instead of how fast we could ship to them, everything changed. Pricing conversations got honest. Roadmap fights got shorter. The CFO started returning my calls.

This piece breaks down the three metrics that replaced velocity on my scorecard. 

Not theory. These came from getting it wrong first.

Thanks to Mind the Product for the feature.

"The mandate has shifted to efficient growth. Product managers who want to survive the next budget cycle must stop acting like backlog administrators and start acting like portfolio managers."

In this article, Richard Ewing shares the 3 financial metrics that replaced velocity on his own scorecard:

1️⃣ Stop measuring output, start measuring COGS (Cost of Goods Sold) efficiency
2️⃣ Align time to value with CAC (customer acquisition cost )payback
3️⃣ The CapEx (capital expenses) versus OpEx (operating expenses)portfolio test

Read the full article 👉 https://bit.ly/4cqQq5b

Agile is the problem.

Not because it doesn't work. Because it works so well at shipping that nobody notices it's destroying your balance sheet.

My article on CIO.com.

Your engineering team just completed a record sprint. Velocity is up. The agile transformation is "working."

Your CFO sees something different: rising OpEx, stagnant capital assets and a cloud bill that scales faster than revenue.

Engineers measure success in story points and burn-down charts. Finance measures it in capitalization, amortization and earnings per share. 

These two languages have never been reconciled, and right now, the lack of translation is costing CIOs their credibility.

I learned this the hard way. 

A CFO stopped me mid-roadmap presentation and said he didn't care about code quality, he cared about EPS. 

If the work was maintenance, it hit earnings today. If it enhanced the asset, the cost spread over five years. He wasn't stifling innovation. He was managing the company's valuation.

We weren't speaking the same language. Most engineering organizations still aren't.

In the efficiency economy, financial fluency is the ultimate soft skill for technical leadership. CIOs who can translate their roadmap from features shipped into assets created and capital deployed change the dynamic entirely.

The CFO stops hating the transformation when they finally understand it.

Full article: https://lnkd.in/gAApupuk

CIO Online

#CIO #CFO #AgileTransformation #FinancialLiteracy #ITLeadership #ProductEconomist

Open article: Why your CFO hates your agile transformation by cio.com

Depressed male entrepreneur feeling headache can't solve problems with finance checking report on netbook.Stressed manager worried about documentation on laptop failure with saving on software

Why your CFO hates your agile transformation

The barrier to enterprise AI agents is not intelligence. 

It is the execution gap. 

You cannot let an agent write to a production financial ledger without a deterministic boundary.

We just finalized the production load testing for the EXOGRAM AI Action Admissibility Protocol (EAAP).

- 88 Requests Per Second under concurrent load.
- 5.7 millisecond median compute latency.
- Zero database secrets exposed to the client.

We decoupled execution authorization from the intelligence layer, and we did it without creating a compute bottleneck on the critical path.

Review the architecture: https://lnkd.in/gpSJjZ7V

#DevSecOps #API #Infrastructure #MachineLearning #Founders

The-Execution-Gap-in-Enterprise-AI-Agents

Most product managers are optimizing for praise.

Shipping velocity.
Polished UX.
Green dashboards.
Conference applause.

Meanwhile the CFO is staring at a very different graph.

Margin compression.
Rising cost to serve.
Bloated OpEx.

Here’s the uncomfortable reality:

A product can feel wildly successful while quietly eroding the business underneath it.

I learned that the hard way when a CEO asked me a question that cut through all the vanity metrics:

“If we’re doing so well, why is cost to serve rising faster than revenue?”

That’s when I realized I wasn’t running a product.
I was running a feature factory.

So I replaced velocity on my scorecard with three financial metrics:

• Gross Margin basis points
• CAC payback
• R&D allocation ratio

That article was just featured in the Mind the Product newsletter.

Not because it’s flashy.
Because the industry is finally being forced to grow up.

In 2026, product managers who cannot speak margin, payback, and capital allocation will not be strategic leaders.

They will be backlog administrators.

If you can’t tie your roadmap to financial return, someone else will tie it to cost.

Full piece here:
https://lnkd.in/gXE95JQd

Stop chasing applause.
Start protecting solvency.

Open article: The 3 financial metrics every PM needs on their scorecard by mindtheproduct.com

The 3 financial metrics every PM needs on their scorecard

Stop treating user onboarding as a UX problem.

It is a Customer Acquisition Cost problem.

At a previous company, it cost us roughly $15,000 to acquire a new enterprise customer. Because our onboarding was clunky and required human intervention, our CAC Payback Period stretched to 14 months.

We were losing cash on every customer who churned in year one.

When we stopped looking at onboarding as "friction" and started looking at it as cash flow, everything changed. We prioritized high-leverage code over low-value labor.

Design decisions that ignore capital efficiency will lose every time.

I am building the architecture to solve this at Exogram.ai. 
I am accepting 10 product teams to stress test the beta.

Apply at richardewing.io.

Revenue-Architecture

Velocity is not a business model.

CIO Online recently highlighted the exact moment my career shifted. I was running a high-functioning product team and optimizing for speed. Our engineering metrics were perfect but I could not explain how our latest release impacted gross margin.

I realized that shipping code is easy. Protecting unit economics is hard.
The transition from senior product manager to product executive requires a new vocabulary. You must stop speaking in story points and start speaking in capital allocation. If you cannot explain how your roadmap drives revenue, protects margins and improves capital efficiency you are running a feature factory.

You cannot break the senior ceiling by shipping faster. You break it by understanding how your product actually makes money.

Thank you to CIO Online for the feature.

Every senior PM knows the rush of shipping fast. But what happens when that speed begins quietly eroding your margins?

Richard Ewing shares the moment a CFO’s single question cut through his slide deck, sprint metrics, and high‑velocity pride to expose a dangerous blind spot: he couldn’t explain the financial impact of the features he was pushing live.

His lesson is blunt but necessary. If you want to advance, you need more than excellent delivery discipline. 

This is the mindset shift today’s PMs can’t afford to ignore.
Read here: http://spr.ly/6048hKmXs

#FoundryExpert #ProductLeadership #BusinessOutcomes Ed Murray Entrepreneurs of Tomorrow

The industry is calling NVIDIA's NemoClaw the ultimate security fix for autonomous agents. 

They are wrong.

Sandboxing an AI agent does not secure your enterprise database. Rule number one of cybersecurity is to never trust the client. 

Wrapping an agent in OpenShell is excellent for preventing data leaks, but it will not stop a hallucinating LLM from executing a destructive command if it bypasses the sandbox.

You cannot secure infrastructure by putting a guardrail around the agent. You must put the guardrail around the database.

EXOGRAM AI is the server-side firewall for AI. 

We intercept Model Context Protocol payloads at the infrastructure edge and route them through our Action Admissibility Protocol:

1. Ledger Governance
2. Meaning Engine
3. Judgment Engine
4. Action Admissibility

We evaluate requests against deterministic logic gates. If an agent is compromised, we block the unauthorized action and log the state hash before database execution. 

We do not care what wrapper the agent uses. 

We secure the vault door.

#CyberSecurity #ArtificialIntelligence #Nvidia #EnterpriseArchitecture #InfoSec

The technical whiteboard interview is officially dead.

If you are still testing software engineers for syntax, you are hiring for a commodity. Generative AI has driven the marginal cost of code generation to near zero.

Hiring managers are panicking and trying to ban AI from interviews. This is a massive mistake. The value is no longer in typing code. It is in auditing it.

A junior developer can use AI to generate senior-level syntax, but they cannot spot the O(n) memory leak it hides. We must stop testing for generation and start testing for verification.

The 10x Engineer of the next decade is the one who can direct a fleet of AI agents and audit their liabilities.

Want to see the architecture built for the next decade of AI? 

I am taking 10 companies behind the curtain in the Exogram.ai private beta.

Apply at richardewing.io.

Manifesto

New article in Built In.

Most engineering teams measure success by what they ship. Almost none measure the cost of what they keep.

I recently audited a platform where 40% of engineering capacity was consumed by zombie features, legacy code used by fewer than 5% of customers. The team was burned out. The roadmap was stalled. 

The problem wasn't what they were building. It was what they refused to delete.

Every line of code you ship becomes a long-term liability. It requires testing, patching, documentation and cognitive load. 

When teams fail to audit and deprecate, the tax compounds until innovation stalls completely.

The most profitable thing a technical leader can do right now isn't build more. It's select all and delete.

Full article: https://lnkd.in/g9-q5d4t

Built In

#ProductManagement #SoftwareEngineering #TechnicalLeadership #CapitalEfficiency

Open article: Real Innovation Requires Deleting Code, Not Writing It | Built In by builtin.com

Real Innovation Requires Deleting Code, Not Writing It | Built In

NVIDIA is heavily focused on enterprise AI agents today with the expected announcements surrounding NemoClaw. 

They are building the definitive orchestration layer.

But orchestration cannot secure its own database writes. A probabilistic model cannot act as its own security guard.

If an enterprise deploys an agent framework, they still need an independent system of record to authorize the final transaction at the infrastructure boundary. 

That is why I built EXOGRAM AI. We provide Identity and Access Management for non human entities. 

We sit between the agent and your database API, ensuring every action passes deterministic Python logic gates before execution is permitted.

The execution control plane is live: https://exogram.ai/

#ArtificialIntelligence #CyberSecurity #EnterpriseArchitecture #NvidiaGTC #Exogram

taplio

The Battle

Isabela Valonni

Richard Ewing

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The Battle

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Richard Ewing

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Richard Ewing's LinkedIn Performance

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